Fujitsu Services Research Articles

Notes: The Exclusion of Vicarious Liability of Employers for the Intentional Unlawful Conduct of their Employees: Fujitsu Services Core (Pty) Ltd v Schenker SA (Pty) Ltd [2023] ZACC 20

Notes: The Exclusion of Vicarious Liability of Employers for the Intentional Unlawful Conduct of their Employees: Fujitsu Services Core (Pty) Ltd v Schenker SA (Pty) Ltd [2023] ZACC 20

Workplace performance analysis: methods and a system

A web-based workplace performance improvement system was developed for managing real-time manufacturing processes and the level of execution of the production tasks at workplaces. The system's web aspect provides significant advantages, as the system is distributed through inter-operable, cross-platform, and highly pluggable web-service components. It is possible to estimate the effectiveness of the production process at the workplace through different key performance indicators. The main objective is to eliminate excessive idle time, but also to analyse possibilities of reducing various times involved in the manufacturing process, such as the setup time, quality control time, etc. The system was developed in cooperation with Fujitsu Services Estonia, and it is possible to integrate it with the human resources managing system PERSONA (Fujitsu Services).

Recognizing high caliber people at Fujitsu Services

Recognizing high caliber people at Fujitsu Services

Innovation in Learning

PurposeThe paper aims to look at how the Danish Leadership Institute facilitated the programme Innovation in Learning in Fujitsu Services during a three‐year period.Design/methodology/approachThe paper examines how the Danish Leadership Institute developed 2,200 managers from Fujitsu Services from 13 different countries.FindingsThis case story reveals: how highly focused one‐day interventions can create immediate impact in managers' performance; the effect of a management development initiative for 2,200 managers throughout Europe; how multinational development initiatives can be implemented to address directly both global and local issues; and, finally, how 100 per cent tailored learning solutions were used.Originality/valueThe paper provides useful information for those wanting to improve managers' performance.

Fujitsu Services develops the reputation for great customer satisfaction

PurposeThis article describes the Fujitsu Services “reputation program”, developed to change the behavior of employees so they genuinely live Fujitsu Services' brand values.Design/methodology/approachHighlights the challenges the company faced, the ways in which it went about tackling them, and the benefits the program has brought.FindingsDetails the ways in which consultancy and learning partner Academee helped to facilitate the reputation model; how Academee consultants and project managers worked in partnership with Fujitsu Services; and how the program was rolled out across Europe.Practical implicationsDemonstrates that, during the first year of the program, the company achieved record profits up by 45 percent, revenue up 15 percent (in a period when the IT services market in Europe saw growth of only 2‐3 percent) and the Fujitsu Services order book at a record high.Originality/valueShows that customer satisfaction has increased, and recruitment, selection and training processes have improved, since the launch of the program.

Management development strategies at Fujitsu Services: Creating a management training academy for higher‐impact employees

In 2005, developing technically minded employees into productive people managers was top of the agenda for IT services organization, Fujitsu. The company wanted to extend its employees’ expertise beyond just technological advancements, but also focus on their internal managerial skills. Here, Ian Williams, Fujitsu’s head of organization and people development, explains how a modular management development program has enabled the organization to get more from its people.

Performance management in call centers: lessons, pitfalls and achievements in Fujitsu Services

This paper provides an overview of Fujitsu’s sense and response approach towards performance management. It is demonstrated using a case example of call center performance as part of Fujitsu Services. Call centers (or contact centers) are often used as case examples of how not to measure and manage performance. An operational bias towards efficiency measures often fails to provide the customer focus needed and even has dysfunctional consequences. This case study demonstrates how Fujitsu moved away from the efficiency trap, and completely redesigned their performance management system to focus on their customer needs and the intangible drives of value creation. It will highlight the lessons learned, the pitfalls as well as the achievements.

ICP and the Co‐op’s mission uncompleted

Perhaps the best summary of how ICP and the Co‐op Group handled their joint project in 2000 can be taken from an internal memo from ICP’s development manager: “please be prepared for the s**t to hit the fan”. The Co‐operative Group, one of the largest retailers in the UK, and ICL, which is now part of Fujitsu Services, were working together to install a common IT infrastructure at the Co‐op, following the merge between two strands of the retail group.

Developing environmental performance indicators for an information technology systems and services company

Improved measurement of environmental performance should be part of the regular business activities of any organisation. However, it requires a set of environmental performance indicators (EPIs) that can be applied to the particular organisation's unique functions and culture. This paper presents the development of EPIs within an information technology systems and services organisation, ICL plc. (International Computers Ltd; now Fujitsu Services Ltd). EPIs have been developed, based on the company's environmental policy and targets, and a framework for their measurement outlined. ISO 14001 certification requires that certified companies demonstrate continuous improvement in their environmental performance, and EPIs have been developed in order that the company can demonstrate such improvements year on year. The results show that a simple and logical methodology can be applied to identify EPIs that are compatible with ISO 14031. Finally, a risk assessment methodology is applied to demonstrate the effects of business constraints in the decision-making process regarding environmental programmes.